A plan doesn’t move the number.We build your strategy and run it together.
Commercial strategy and market entry. I come in, help you build it, and stay to run it with you.
45 minutes. No deck, no generic proposal.
Which one sounds like you?
The owner who’s building
If this sounds familiar
- You compete on price because nobody built the brand or the position to hold it.
- You grow on relationships and momentum; you don’t yet have a way of selling you can repeat and measure.
- There’s a big decision you’ve been putting off for months, because there’s no one to think it through with.
How I help
I build the strategy and stay to execute it with you. You don’t need a marketing department for this.
The company entering the market
If this sounds familiar
- You have the product, the brand and the team. You don’t have the channel, the regulatory path or the people who open doors.
- Distributors are courting you with big promises, and nobody on your side knows that market from the inside.
- The launch is being planned from the outside, without anyone who has carried that number over there.
How I help
I’ve done it across all seven Central American markets and in Mexico, from the lab’s side and from the licensee’s side.
The leader who needs a director without hiring one
If this sounds familiar
- You need sales and marketing to work, and there’s no one to run them.
- A full-time director is more than the business can carry. The agency is expensive and doesn’t understand what you do.
- You have one specific thing on your hands —an account, a launch, a price— that needs senior judgment for a few weeks, not forever.
How I help
I come in as the commercial and marketing head, a few days a month or for one project with a start and an end, and I run it with the people you already have. If someone’s missing, I’ll tell you.
Who you’re dealing with
- 7 markets Restylane and Cetaphil — launched across all 7 Central American markets
- 24 months Yvoire — ahead of its sales target in its first 24 months, against Mexico’s leading brands
- +30 brands repositioned In full dermatology and cosmetics portfolios
- 15+ years 15+ years owning the P&L
Galderma · Merz · Eli Lilly · LG Chem · Sinclair
Where we start
Three ways to start. In all three, you’re working with me.
One session
- Half a day on your business — Bring whatever you have: numbers, doubts, the decision you keep postponing. Four hours, you and whoever you want in the room.
- Two hours on the plan you already wrote — I tell you what’s missing and what won’t hold, before you execute.
One project
- Your whole business, read — three weeks. A written diagnosis with the three decisions that move the result most, and the plan.
- Your price and your position — who you actually compete against, why they pick you, and what to charge.
- How your team sells — who, how, at what price, through which channel. With quotas and a calendar.
- Your entry into Mexico or Latin America — regulatory path, channel, distributors, key opinion leaders, calendar, budget.
- Your launch — positioning, clinical education, activation. Until the product is in the channel.
- The opportunity you were offered — a license, a distribution deal, an acquisition. Yes or no, with conditions.
- Your plan for the partner or the bank — You write it with your numbers; I structure it and argue it with you until it holds up to questions.
Inside your business
- Fixed days a month — scheduled days, by the quarter. The quarter’s plan, the team directed, one session a month with you.
- Operating Partner — three months minimum. I sit with you and execute until things happen.
- One meeting a month to decide — the big decisions, with minutes and agreements.
If yours isn’t here, I’ll tell you on the first call.
Price is defended with brand, not with discount
How I read a business
These are the first six questions I ask. The answers are almost never where the owner thinks they are.
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The price almost always got set by adding up costs. Your client is buying a result, and you’re charging them for the list of materials.
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If you didn’t decide it, your cheapest competitor did, and now you’re playing on the field he picked.
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When most of it comes in through your own relationships, you don’t have a commercial engine: you have a calendar.
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You almost never postpone it because it’s hard; you postpone it because you have no one to think it through with. And it’s usually the one that moves the number most.
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If the answer is nobody, then you are the one selling, not the product. And as long as that’s true, the business can’t grow past your own calendar.
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Operating is always urgent and deciding never is. That’s why the week fills itself with operating, and the business moves at the pace of the decisions that do get made.
Those six are where every conversation with me starts.
Let’s talk
We start with 45 minutes, no cost. You tell me where you are and I tell you what I see, what I’d do first, and whether I’m the right person. If I’m not, I’ll tell you who is.
Prefer email? hola@arturoherrejon.com
Thank you.
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